The paper "Rationale for Employee Resistance to Organizational Change" is a good example of business coursework. Change in organizations is inevitable; they are part and parcel of what manager’ s, as well as employees, have to live with. Often organizations would counter external pressure, as well as, pressure from the internal environment, to implement some changes so that the organization can survive in today’ s competitive business era. Time and experience that an organization goes through, would always make it necessary for change to be embraced in an organization. Year in year out, organizations are involved in a number of managerial processes, aimed at reaching out towards their objectives.
As organizations do this, they come to experience progress that will need to be sustained as well as improved. On the other side, they experience failures that they have to counter and embrace some changes so that there is no repetition of the same. Organizational change may encompass changing the working structure, changing how processes are managed, changing the schedules as well as the scope of work (Mehdi 2001, p. 37-47). It may further entail restructuring the whole managerial structure, in a manner that is thought to bring forth, positive changes that would be helpful to the organization.
Organizations cannot run away from change in as much as many people are resistant to change. Change management is not an easy task because managers have to involve others in the implementation of change. Many people do not just fear but resist change. So often the organization would face difficult times to manage change. Essentially organizational change is not a one-person or manager affair, but instead, often all members of an organization are involved in it.
This means that the managers would have a big task to increase the involvement of other employees in the management of change. Success in change management comes when the managers and employees understand the usefulness of the changes they are fronting, to the organizations and to themselves (Cook & Macaulay 2004, p. 38-49). The rationale for Employee resistance to organizational change Organizational change often is countered by resistance from members of the organization, despite what the change entails. People are always quick to fight the change of any kind.
Researchers are still working on finding why man is often resistant to change. Not even in the organizational context alone, even in other spheres of life, people are found to find comfort zones when the status quo is sustained (John 2006, p. 23-35). The employees associate safety to living in the way that they know instead of working towards the unknown. In organizational change management, managers would often face resistance from other members of the organization, as they try to implement change into their organization.
A unique feature of organizational change is that it is all-inclusive; all the members of the organization have their part to play in order to make the process successful. No one should be left out, this forms the main reasons why, managers have to work extra hard in managing change through motivating employees involvement, by explaining to them the resultant benefits that come from the success of the change they have to be involved in. The employees will want assurances that the changes that are being implemented will not have a negative consequence to them, but instead, it would be of benefit to their well being in the organization.
Azari, R. 2011, Current management & ethical issues of technology and change management, Idea Group Inc (IGI), London, p.67-78
Brown, C. & Vessey, I 2011, Managing the Next Wave of Change Management in Enterprise System, MIS Quarterly Executive, 2(1), p.41-57.
Cook, S. & Macaulay, S, 2004, Change management excellence: using the four intelligences for
successful organizational change, Kogan Page Publishers, New York, p.38
Dehning, B & Stratopoulos, T 2011, Determinants of a Sustainable Competitive Advantage Due
to Change management Strategy, Journal of Strategic Information Systems, Vol. 12 (1), 34
John, G 2006, Emerging trends and challenges in management of change, Idea Group Inc (IGI),
Hiatt, J & Timothy, J 2011, Change management: the people side of change.Prosci publisher,
Kotter, J. P 1996, Journal on Leading change, Harvard Business School Press, New York, NY,
King, W 2005, Journal on Ensuring change implementation success," Information Systems
Management, 19(1), 23-98.
Morgan, D 2006, Changing The Thinking, Wiley Publishers, London, p.35
Minoli, D 2010, Risk Management in Enterprise Environment, Wiley-Interscience
Publishers, Texas, p.33
Mehdi, K 2001, Success and pitfalls of management of change, Idea Group Inc (IGI), Chicago,
Oliva, L. (2008). Change management and technology security, advice from experts. London: Idea Group Inc (IGI), p.45
Singh, M. (2004). Business innovation and change management Journal. London: Idea Group Inc (IGI), p.51-59.
Stranks, J. (2007). Human Factors and Behavioural Safety. Chicago: Butterworth-Heinemann pub.p.23